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Sunday, 30 June 2013

Nader Ale EbrahimResearch Support Unit, Centre of Research ServicesInstitute of Research Management and Monitoring (IPPP)University of Malaya, Malaysiaaleebrahim[at]siswa.um.edu.myPublished Online: June 14, 2013

With the increasing use of information and communications technology (ICT), researchers are able to use computer software tools to find, organise, manipulate, analyse, and share relevant information. However, there are hundreds of such tools to select from, for various research-related uses. I have collected over 700 tools that can help researchers do their work efficiently. It is assembled as an interactive Web-based mind map, titled Research Tools, which is updated periodically. Created using the MindMeister software platform, Research Tools provides a convenient interface with zoom in/out, screen drag, and other user-friendly features.

Being a mind map, Research Tools consists of a hierarchical set of nodes. It has four main nodes: (1) Searching the literature, (2) Writing a paper, (3) Targeting suitable journals, and (4) Enhancing visibility and impact, and six auxiliary nodes. In the mind map, each parent node has several child nodes associated with it, which can be accessed by clicking on the plus (+) sign. Several free tools can be found in the child nodes. Some paid tools are also included.

The four main nodes are described below, listing some tools as examples. In the mind map, a green tick sign indicates my preference for some tools. Users can access the tools by clicking on the arrow sign that appears next to the tool title.

1. Searching the Literature

Tools under this node would assist first-year research students and other early-stage researchers in expanding their knowledge base and developing a research focus (Ale Ebrahim, 2013). A sample of these tools is given below, grouped under the specific purposes for which these tools might be used:

Sometimes, researchers are not sure about the journal they should target for publishing their research papers. They would like to evaluate a journal’s visibility and credibility before submitting their papers. Researchers can use a range of tools to identify, assess, and select appropriate journals with a view to enhancing their publication profile (Ale Ebrahim, 2010).

Publishing a research paper in a scholarly journals is necessary but not sufficient for receiving citations in future. We need to ensure that the paper is visible to the relevant users and authors. There are tools that help in enhancing the visibility and readership of research papers. Effective use of these tools can result in increased citations and, thus, improve the h-index of the author (h-index shows the author’s influence as a researcher, see Ale Ebrahim, 2012; Aghaei Chadegani et al., 2013). Here is a sample of tools to increase the visibility of one’s published papers:

Research tools which could not be categorised under the above four main nodes have been placed under six auxiliary nodes. The auxiliary nodes are: Survey, Links, Keeping up-to-date (Alert service), h-index, General, and Download. The tools under these nodes can assist researchers in keeping track of their research interest and activities in various ways.

We can save plenty of research time by using specific tools for specific purposes. This can facilitate quick progress and early completion of research projects. In my experience, research students who use these tools are able to complete their literature review in less than 3 months.

Acknowledgement

Sincere thanks to Professor D. P. Dash for his kind encouragement to write this article and his useful advice on its organisation.

Abstract

The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies.

Abstract: The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies. Number of Pages in PDF File: 16Keywords: Global Virtual teams, ICT, leadership, motivation, self-management, millenials working papers series

Many of the early virtual teams were strictly project based and it was taken for granted that their lifespan would be limited. But as virtual teamwork has become more commonplace with participants becoming more adapt to working virtually using technologies that continue to set new standards, there is a good likelihood that organizations will not hesitate to build permanent Global Virtual Teams - and some already are.
Recognizing that there has been little research conducted about businesses creating permanent global virtual teams, some researchers from VIA University in Denmark and Northumbria University in the UK decided to look into it. Their working paper, Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams makes a good argument that organizations will come to rely on building permanent Global Virtual Teams in the coming years. Considering the expanding trend towards globalization and “with organizations outsourcing and building networks with partners; with organizations joining through mergers and acquisitions across national boundaries; organizations will have to – or have already – established lines of reference between dispersed team members in permanent organizational structures.”
The study takes a look at some of the challenges and how solutions and new perspectives are evolving in areas such as the managerial and leadership responsibilities. As was referenced in the paper, “Whether you call it self-leadership, emergent leadership, shared leadership or transformational leadership, we believe that virtual teams provide a unique opportunity for redefining the concept of leadership.” (Zigurs 2003)
The paper also provides some useful practices such as suggesting that, “leadership responsibilities for Global Virtual Teams include formulation of clear mission, team roles and the specific task; timely and regular feedback to build team trust and commitment; handling of conflicts between local and global responsibilities and deadlines; defining right mix of technologies to be used; promotion of self-leadership and team empowerment; and being a knowledge sharing role model.” As the virtual working environment continues to evolve along with technology we’ll see current challenges progressively overcome and the notion of permanent global virtual teams common place and not so remarkable in the future.
You can link to the entire paper here: Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams

Market Orientation, Government Regulation, Competitive Advantage and Internationalization of SMEs: A Study in Malaysia

Abstract

Abstract
Small and medium-sized enterprises (SMEs) make remarkable contributions to the economic growth of developing countries. As a newly industrialized country, the Malaysian economy predominantly depends on the SME sector. However, this study seeks to redress this by reporting the key drivers influencing the internationalization process of SMEs such as market orientation, government regulation and competitive advantage on internationalization of manufacturing SMEs in Malaysia. To empirically test those factors, primary data was gathered using the survey questionnaire method. The survey instrument was distributed to all manufacturing SMEs involved in exporting which are located in the Klang Valley of Malaysia and totally 257 questionnaires were received (FMM, 2012). The findings indicate the significant role of market orientation, government regulation and competitive advantage in their process of internationalization. Furthermore, the study has added to body of knowledge by introducing competitive advantage as a mediating variable between market orientation and government regulation with internationalization of manufacturing SMEs in Malaysia. The results of this research could help practitioners and managers of SMEs in the manufacturing sector to be in a better position to improve their internationalization efforts.

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About Me

Nader Ale Ebrahim has
a Technology Management PhD degree from the Department of Engineering
Design and Manufacture, Faculty of Engineering, University of Malaya
(UM), Kuala Lumpur, Malaysia. He holds a Master of Science in the
mechanical engineering from University of Tehran, Iran.